Republic of the Philippines SORSOGON STATE COLLEGE BULAN CAMPUS Bulan, Sorsogon Midterm Examination in Fundamentals of Management Name:

_____________________ Year & Block: ______________ Department: __________________ Program: _________________ Instructor: ____________________ Semester: ________________ Score: ______________ Date: ______________ S.Y.: _______________

A. TRUE OR FALSE. Write TRUE if the statement is correct and write FALSE if the statement is wrong. __________1. Communicating applies to all phases of management. __________2. The primary purpose of communication is to effect change. __________3. In an organization, lack of employee motivation, lower than desired productivity, and disharmony among superiors and subordinates are frequently the results of poor communication. __________4. In establishing standards, criteria are set against which actual performance can be measured. __________5. Standards are yardsticks against which the actual and the expected are measured. __________6. Control must be deliberate and directed toward a definite time if it is to be effective. __________7. Under the principle of preventive control, the higher the position and the quality of managers in a managerial system are, the less will be the need for direct controls. __________8. Relationship power is a power which stems from a type of informal personal obligation which has been built up over the years among people in a community. __________9. Good management is a skillful blend of authority and persuasion. _________10. Understanding the nature of man and the interplay of human relationships is a managers basis on how well directing is exercised. B. MULTIPLE-CHOICE. Choose the best answer. Encircle the answer you have chosen. 1. These constitute the conditions in work such as better working conditions, salary, and effective supervision that make employees satisfied but not necessarily motivated. a. Motivator c. Hygiene or maintenance factor b. Job content factors d. Self-actualization 2. This refers to a set of needs that impel people to seek from other people companionship, affiliation, camaraderie, and goal fellowship for them to feel that they belong and a part of a group accepted by others. a. Social needs c. Self-actualization needs b. Esteem d. Physiological needs 3. This is the need to realize ones potentials as a person when satisfaction in accomplishing something is more important than what others may say about it. a. Social needs c. Self-actualization needs b. Esteem d. Physiological needs 4. How do you call the real motivators such as achievement, responsibility and recognition? a. Hygiene factors c. Motivator or job content factors b. Maintenance factors d. Physiological factors 5. Below are positive reinforcement techniques that may be sued in motivating workers. Which is not included? a. Do not reward equally. It reinforces average and mediocre performance. b. Inform workers what they can do to get reinforcement c. Fairness in an organization is not necessary as long as workers get their remunerations. d. Do not punish a subordinate in front of other workers. 6. Which of the following is not a basic need that drives people according to McClelland? a. The need for achievement. b. The need for luxurious activities. c. The need for affiliation. d. The need for power.

7. This is the ability to influence or impress a person which arises from his expertise of a particular knowledge. a. Expert power c. Reward power b. Referent power d. Punishment power 8. This is power that comes by virtue of an individuals capacity to grant or withhold resources which are valued by others. a. Expert power c. Reward power b. Referent power d. Punishment power 9. This is the power vested on a person by virtue of the authority he has in the organization. a. Reward power c. Punishment power b. Legitimate power d. Referent power 10. In this style of directing, people in any organization are regarded as instruments of production. The relationship between a manager and his subordinates is based on the exercise of authority and obedience. a. Country club management c. Impoverished management b. Middle of the road management d. Task management 11. This style of directing emphasizes the manager as a big brother than a stern and intimidating boss. The work environment and the work tempo is a comfortable with the group as the key unit of the organization. Friendliness, collegiality, and harmony are evidently felt by the members. a. Country club management c. Impoverished management b. Middle of the road management d. Task management 12. Under this style of leadership, the manager integrates management of production and people under conditions where consultation and participation are given high premium as key for work planning and implementation. a. Team management c. Impoverished management b. Task management d. Middle of the road management 13. What is the first step of the basic control process? a. Measurement of performance b. Remedies for deviation from standards and plans. c. Establishing control measures. d. Establishing standards. 14. These are nonmonetary standards and common at the operating level where materials are utilized; labor is employed; services are rendered; and goals are produced. a. Cost standards c. Physical standards b. Capital standards d. Intangible standards 15. These standards refer to monetary measurements which are attached to monetary values of specific aspects of operations. a. Capital standards c. Program standards b. Cost standards d. Revenue standards 16. This is a type of control that is deliberate and directed toward a definite time. This is also called preliminary control. a. Feedback controls c. Feedforward controls b. Futuristic control procedures d. Forecasts 17. Which of the following is NOT a requirement for a workable feedback control system? a. Make a thorough and careful analysis of planning and control system. b. Develop a working model of the system. c. Collect data or input variables regularly, and put them into the system. d. Assign person responsible for specific tasks. 18. Which of the following is not a reason why communication is needed? a. Human and resources are organized in the most effective and efficient way. b. Plans are developed for their achievement. c. Performances are controlled. d. Increase conflict among the rank-and-file. 19. The following are common problems of communication except: a. Lack of planning. c. Loss by transmission & poor retention. b. Poorly expressed message. d. adequate time for adjustment to change.

20. Which of the following will not help in improving communication in an organization? a. Clarify the purpose of the message and the plan to achieve the intended end. b. Considering the needs of the receiver of the information should be taken for granted. c. The tone of voice, choice of language, and congruency between what is said and how it is said must be emphasized. d. The sender and the receiver must take joint responsibility in the entire communication process. 21. Which of the following companies does not effectively utilize new technological advancements in telecommunications? a. A large bank supplying hardware and software to its customers so that they can easily transfer funds to their suppliers. b. A multi-national company using facsimile to transmit information within minutes to countries on the opposite side of the globe. c. A manufacturing company sends important communication thru snail mail. d. Telecommunication provides an important link for just-in-time inventory systems. 22. They make up the internal social system of the organization consisting of individuals and groups, large or small, with different values and orientations. a. People c. Technology b. Structure d. Environment 23. This fundamentally defines the formal relationships and use of human resources in an organization. a. People c. Technology b. Structure d. Environment 24. It provides the resources with which people work and affects the tasks they perform. It also allows workers to perform much better work. a. People c. Technology b. Structure d. Environment 25. It is a bigger system that contains many other related components such as government, military, school, family, and other organizations. a. People c. Technology b. Structure d. Environment 26. This model of organizational behavior originated from the principle of supportive relationships. This model depends on leadership instead of on power or on money. a. Supportive model c. Custodial model b. Collegial model d. Autocratic model 27. This model was traditionally used less on assembly lines, because the rigid work environment made it difficult to develop there. This model largely depends on managements building a feeling of partnership with workers. a. Supportive model c. Custodial model b. Collegial model d. Autocratic model 28. This approach largely depends on economic resources. The management orientation is toward money to pay wages and benefits. a. Supportive model c. Custodial model b. Collegial model d. Autocratic model 29. This approach depends on power and authority. Those who are in command have the power to demand workers to obey. a. Autocratic model c. Supportive model b. Custodial model d. Collegial model 30. The following are characteristics of a healthy organization, except a. Objectives are widely shared by the members and there is a strong and consistent flow of energy toward those objectives. b. People feel free to signal their awareness of difficult because they expect problems to be dealt with and they are optimistic that these problems can be solved.

31.

32.

33.

34.

35.

36.

37.

38.

39.

40.

c. The judgment of people lower down in the organization is NOT respected. d. When there is a crisis, the people quickly band together in work until the crisis departs. Which of the following is not a characteristic of an unhealthy organization? a. People compete when they need to collaborate. They are jealous of their area of responsibility. Seeking or accepting help is unthought of. They distrust each others motives and speak poorly of one another; the manager tolerates this. b. Relationships are contaminated by marksmanship and image-building. People feel alone and lack concern for one another. c. People at the top try to control as many decisions as possible. They become bottlenecks, and make decisions with inadequate information and advice. d. There is a sense of order, and yet a high rate of innovation. Old methods are questioned and often give way to new ones. Deals with selecting missions and objectives and the actions to achieve them. a. Planning c. Controlling b. Organizing d. Staffing This implies a formalized structure of roles and positions and responsibility and accountability. a. Directing c. Planning b. Staffing d. Organizing This is the process of supplying the organization with the needed personnel to achieve the objectives for which it has been established. c. Directing c. Staffing d. Planning d. Controlling What is the primary aim of the management in administering tests for its applicants? a. To obtain information about the applicant that will help predict his capability for the job. b. To obtain the needed information about the educational qualification, training, and experience of the applicant to make a final judgment. c. To obtain information about the applicants motivation towards work. d. To obtain information about the applicants speed in doing/executing a certain job. This is the chain of superiors from the highest to the lowest ranks. a. Economics of scale c. Unity of direction b. Scalar chain d. Esprit de corps The workers improvement in productivity due to social factors such as morale, satisfactory interrelationships between members of a work group, and effective management is known as a. Hawthorne effect c. Production process b. Productivity theory d. Employee development program Refers to the achievement of the ends with the least amount of resources and accomplishment of objectives at the least cost. a. Effectiveness c. Sufficiency b. Successfulness d. Efficiency It is placing the various aspects of an enterprise in proper positions relative to each other and to the program to which they are part. a. Delegation c. Coordination b. Cooperation d. Unity of command It is a comprehensive managerial system, integrating many key activities, consciously directed towards achievement of organizational and individual objectives. a. Management by objectives c. Autocratic style b. Laissez-faire d. Democratic style